Project Management Program
Project Management Framework Author Pankaj Sharma
PMBOK Guide
Based on IV Edition
PMI, PMP, CAPM, PgMP, PMI-RMP, PMI-SP and PMBOK are registered marks of Project Management Institute, Inc.
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Learning Objectives
After the completion of this chapter, the learner will be able to:
Explain the PMBOK Guide Project Management Concepts Explain why Projects Are Undertaken
Describe the Phases of the Project Life Cycle
Describe the five Project Management Process Groups Name the Nine Knowledge Management Areas
Map the Process Groups and the Nine Knowledge Areas
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Project Management Framework: Topics
Project versus Operations
Project Management Project managers skill set
Project life cycle Project stakeholders
Different types of organizations
Project, Program and Portfolio management Project management processes Project management knowledge areas
Intersection of processes and knowledge areas
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Definition of Project
Definition as per PMBOK Guide
A project is a temporary endeavor undertaken to create a unique product or service.
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Project Definition
A temporary endeavor means that every project has a definite beginning and end.
Unique means that the product or service or result is different from other product or service or result. Progressively elaborated - proceeding in steps
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Examples of Project
Building a new office Designing a new product or service Creating an advertisement campaign Creating a new process with a business unit Moving from one building to another Designing a space vehicle
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Exercise 1: Projects vs Operation
Differentiating between Projects & Operations
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Project vs Operation
PROJECTS Temporary
Unique
OPERATIONS Ongoing
Repetitive
Closes after attaining the objectives
Prototyping the new car model
Objective is to sustain business
Assembly line production
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Why Projects Fail ?
Lack of clearly defined purpose Inexperienced project Managers Poor estimation of duration and cost Cultural and ethical misalignment Poor requirements and scope management Lack of coordination of resources and activities Poor communication Inadequate planning of scope, schedule, resources, cost, risk and quality Lack of progress and quality control
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What is Project Management?
Project Management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements Accomplished through the application and integration of PM processes Initiating, Planning, Executing, Monitoring and Controlling and Closing Establishing clear project objectives and requirements Balancing the competing demands of scope, time, cost and quality Manage uncertain events
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Project Management Benefits
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Project Constraints
Risk Scope Budget Resources Quality
Schedule
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project
Management Institute, Inc. All Rights Reserved.
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Typical Project Life Cycle
Projects are divided into phases The project will have at least a beginning, intermediate and ending phase Number of phases depends on complexity and size of the project Reviews are conducted at the end of each phase to measure performance Phase end reviews allows to decide if the project should continue The collection of phases is called project life cycle The project life cycle defines the beginning and end of a project Fast tracking is running the project phases concurrently Examples of phases:- Analysis, Design, Development, Testing
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Characteristics of Project Phase
The completion of one or more deliverables marks the project phase
Deliverables are reviewed and formally accepted by customer at phase end
Phase end reviews are also called phase exits, stage gates or kill points
Rolling wave planning summarizes the future phases at high level
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Project Stakeholders
Individuals and organizations involved in the project Those who will be directly or indirectly impacted Stakeholders should be identified throughout the project They may have a positive or negative influence on the outcome Stakeholder influence goes down as the project progresses
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Project Stakeholders
Key stakeholders include: Project Manager Customer / User Performing organization Project team members Project management team Sponsor Influencers PMO
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Project Manager Skills
Communication Skills Organizational and Planning skills Budgeting Skills Conflict Management Skills Negotiation and Influencing Skills Leadership Skills Team Building and Motivating skills
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Project, Program & Portfolio Management
Programs
Collection of related projects Controls are implemented and managed in a coordinated way Collective benefits are realized Each project has a project manager Projects share resources and depends on the outcomes of other projects
Portfolios
Collection of programs and projects Projects meet a specific business goal or objective Includes weighing the value of each project against the portfolios strategic objective Ensures efficient use of resources
Project Management Office [PMO]
Centralized units to oversee project and programs within the organization Establishes and maintains the standards of project management methodologies Support managers in planning, estimating, risk management and provide trainings
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Organization Influence
Functional Organization PMs Title Expediter/Cordinator
Weak Matrix Organisation
Expediter/ Coordinator Functional manager plays a major role, but PM will make decisions
Balanced Matrix Organisation
Project Manager
Strong Matrix Organisation
Project Manager
Projectized Organisation
Project Manager
Decision Making Power
Functional manager
PM and the Functional Manager will have equal power
Project Manager
Project Manager
Resources
From within a Dept.
Project members are from different departments
Only 25% will be assigned to the projects Functional manager
Project members are from different departments
About 50% will be assigned to the projects Two manager (FM and PM) Functional manager and his/her senior manager
Project members are from different departments
About 80% will be assigned to the projects Project Manager
Project based only
Resource Allocation
As needed
About 100% will be assigned to the projects Project Manager
Resources Reports to
Functional manager
PM Reports to
Functional manager
Functional manager
Company Senior manager
Company senior manager/ higher authority
After Project Completion
Team go back to their Dept. (home)
Team go back to their Dept. (home)
Team go back to their Dept. (home)
Team go back to their Dept. (home)
No home move to different project or get laid off
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All Rights Reserved.
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Organization Types Advantages & Disadvantages
Org. Type
Matrix
Advantages
Highly visible project objectives Better Project Manager control over resources Better coordination
Disadvantages
Not cost effective because of extra administrative personnel More than ONE boss for project teams More complex to monitor and control
Team members maintain a home
Higher potential for conflict and duplication of effort and functional managers have different priorities
No career path in Project Management
Functional
Team members report to one supervisor and clearly defined career paths
Easier management specialists
People place more emphasis on their functional specialty to the determent of the project
No Home when project is completed Duplication of facilities and job functions Lack of professionalism in disciplines and less efficient use of resources
Projectized
Efficient project organization More effective communication than functional Loyalty to the project
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Exercise 2: Organization Types
Differentiating between Organization Types Functional Vs Projectized
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Exercise 3: Organization Types
Differentiating between Organization Types Functional Vs Projectized Vs Matrix
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Project Management Process Groups
Commitment Approach
Initiating Processes
Planning Processes
Create
Measure
Controlling Processes
Executing Processes
Accept
Closing Processes
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Project Management Process Groups
Initiating process group authorizes the project Planning process group plans the course of action to achieve objectives Executing process group uses the resources to carry out project tasks Monitoring process group measures progress to identify variances Closing process group formalizes product acceptance and closure
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Project Management Process Groups
Concept of PLAN-DO-CHECK-ACT cycle Determine what processes within the process groups are applicable The Process Groups are not Project Phases The result of one process becomes input to another
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Project Management Process Groups
Enterprise Environmental Factors Organizational Process Assets Sponsor/Project Initiator
Initiating
Project Charter
Planning
Project Management Plan
Executing
Deliverables Requested Changes Corrective/ Preventive Action Defect Repair Change Requests, Corrective Action, Preventive Action, Defect Repair Forecast Approved Deliverable Performance Reports Organizational Process Assets (updates)
Monitoring and Controlling
Closing
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Project Management Process Groups Interaction
Executing Processes
Level Of Activity
Initiating Processes
Planning Processes Controlling Processes
Closing Processes
Phase Time Start Guide to the Project Management Body of Knowledge, Fourth Source: A
Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All
Rights Reserved.
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Phase Finish
PM Process Mapping
Processes Knowledge Areas Integration Management Initiation Planning Execution Monitoring & Control Close Out
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work Perform Integrated Change Control Scope Verification Scope Control
Close Project or Phase
Scope Management
Collect Requirements Scope Definition Create WBS
Time Management
Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development
Estimate Costs Estimate Budgets
Schedule Control
Cost Management Quality Management Human Resource Management Communication Management
Cost Control Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Team Information Distribution Manage Stakeholders Expectation
Quality Planning
Perform Quality Control
Human Resource Planning
Manage Project Team
Identify Stakeholders
Communications Planning
Report Performance
Risk Management
Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Plan Procurement Conduct Procurement
Monitor & Control Risk
Procurement Management
Administer Procurements
Close Procurement
Source: A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc. All Rights Reserved.
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Initiating Process Group
Conduct cost-benefit analysis Determine and define the business needs and the project scope Know the project boundaries and constraints Identify high level risks Understand the required project organization structure Estimate budget and resource requirements Assign a project manager Obtain the project charter approval Formally authorize to start a new project or phase
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Planning Process Group
Determine how you will plan and develop the project management plan Develop the project requirements in detail and agree the final scope Determine the required project activities and their sequencing Develop schedule using estimated resources and costs Agree what quality standards will be met by the project and how Define how project staffing will be done Establish the communication requirements and how it will be fulfilled Identify what can go wrong and the plans to deal with them Document what products or services will be acquired from outside the project Gain formal approval and buy-in from everybody involved in the project
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Executing Process Group
Execute activities in the project plan Procure required project resources Complete work packages Document lessons learnt Implement approved changes, corrective and preventive actions Ensure processes are followed Hold team building activities and boost morale and efficiency Manage resource allocation and utilization Hold progress review meetings and distribute progress reports Keep everyone focused on the project goals
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Monitoring & Control Process Group
Measure project performance using the documented technique in the plan Identify variances and recommend corrective actions to get back on track Approve changes, defect repair, corrective and preventive actions Resolve conflicts and issues Manages changes to scope, time and cost Perform impact analysis to approve or reject changes Obtain formal acceptance of deliverables from the customer Monitor the status of risks and identify new risks have emerged Measure team member performance
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Closing Process Group
Confirm all project requirements are met Obtain formal acceptance of product from the customer Hand over the completed deliverables to the operations team Compile lessons learnt Measure customer satisfaction Archive project data and information for future reference Release resources
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Project Integration Management
Processes that integrates the different elements of project management Coordinates the project work is done correctly and in the right order Ensures changes are properly controlled and managed Comprises of the following processes: Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase
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Project Scope Management
Ensures project includes all of the work and only the work required Identifies, defines and controls the project work Verifies that the deliverables meet the specified criteria Comprises of the following five processes: Collect Requirements Define Scope Create WBS Verify Scope Control Scope
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Project Time Management
Processes concerning with the timely completion of the project Determines the time and the order in which project work will be done Controlling to ensure everything gets done on time Comprises of the following six processes: Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
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Project Cost Management Processes to ensure the project stays within the budget Determines the project budget Controls the changes to the project budget Comprises of the following three processes: Estimate Costs Determine Budget Control Costs
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Project Quality Management
Processes that ensures the project will satisfy the agreed quality standards Identifies the relevant standards and how they will be met Assurance activities to ensure the agreed processes are followed Monitoring project results to determine compliance Comprises the following three processes: Plan Quality Perform Quality Assurance Perform Quality Control
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Project Human Resource Management
Processes that organize and manage the project team Identifies the required roles on the project Obtains the human resources needed to complete the work Enhance competencies and performance Comprises of the following four processes: Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team
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Project Communication Management
Processes to ensure timely distribution of project information Determines the information needs of the project stakeholders Makes the information available in timely manner Collecting and distributing project performance information Comprises of the following processes: Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance
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Project Risk Management
Processes to deal with the unexpected when it does happen Identifying events that might affect the project Developing plan and actions to deal with those event Comprises of the following six processes: Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Monitor and Control Risks
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Project Procurement Management
Processes to purchase or acquire the products and services Selecting who will supply the required products and services Planning and administering the contracts Comprises of the following processes: Plan Procurements Conduct Procurements Administer Procurements Close Procurements
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Professional Responsibility Covers legal, ethical and professional behavior of a PMP A PMP must follow the Project Management Institute Code of Ethics and Professional Conduct The responsibilities includes: Doing the right things Making good choices Keep learning and getting better Respecting others culture
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Exercise 4: Process Group
Map all the process groups and their corresponding processes, also mention the corresponding knowledge areas
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Project Management Framework
Assessment Examination
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Project Management Program
QUERIES & CLARIFICATIONS
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Project Management Program
Next Session
Project Integration Management
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